learning from the fast developing practice of lean it by steve bell

3 & 4 October, 2013 Paris, France

Learning from the fast developing

practice of Lean IT

Lessons, opportunities

and future questions.

Steve Bell, Lean IT Strategies

2 Steve Bell, Lean IT Strategies

In Memory Eiji Toyoda 1913-2013

3

He hoped to live to 100.

He lived for 100 years and 5 days.

He achieved his target.

He changed the world.


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=fGjw882Hz3aPaM&tbnid=Jg9kbjsFHNBktM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.ksmartin.com%2Feiji-toyoda-a-consummate-leader-1913-2013%2F&ei=laBLUssdhdqyBrWpgBA&bvm=bv.53371865,d.d2k&psig=AFQjCNGZZXGeSP34bs0tNCNE6WILdn9m3A&ust=1380774413937186

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4

Hansei Reflection Retrospective


Aerospace, Agribusiness, Banking, Fashion, Food

Processing, Forest Products, Health Care,

Insurance, Nonprofits, Retail, Software Publication,

Supply Chain, Startups

Lean IT - A Year in Review


Technology has the potential to play a

transformative role in every product, service

and industry

“For years, CIO’s have been asking for a place at the strategy table. Now

suddenly we’re there, feeling like the dog that finally caught the car it’s been

chasing. With the bumper in its teeth it asks ‘now what?’”

CIO of a Global Bank

Observation #1


Big Hairy Question #1

7

How do we think from our customers’ needs backward, not from our assets forward?

Dan Jones


Deliberate innovation is becoming

necessary for survival

Observation #2


9

The only sustainable competitive

advantage is the ability to learn

faster than the competition.

Arie de Geus


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=egdic_mLYd6BIM&tbnid=i2v79gd85AuS6M:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.goodreads.com%2Fbook%2Fshow%2F136181.The_Halo_Effect&ei=dqJLUpfQCsjKtQbr9YDICA&bvm=bv.53371865,d.d2k&psig=AFQjCNFkQSD4an7uAX2yJCjAwyAGM3A4KA&ust=1380774887885352

Nordstrom Innovation Lab


11

Evolving from Software to Devices and Services

+


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=T3KHkbcJz1mxsM&tbnid=LGVDAX2mHMcPBM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.parcel2go.com%2Fblog%2Fbehind-microsofts-7bn-nokia-deal%2F&ei=pfRMUuqOE8XFswax-ICACQ&bvm=bv.53537100,d.ZGU&psig=AFQjCNHrwVrHdvHIAOnUQbnqjjgVMIpgXw&ust=1380861449630173

https://www.google.com/imgres?imgurl&imgrefurl=http%3A%2F%2Fnokialumianews.co.uk%2Fnokia-lumia-sales-strong-but-nokia-ashas-sales-is-stronger%2Fnokia-logo%2F&h=0&w=0&sz=1&tbnid=3ID4YIPfg7AljM&tbnh=168&tbnw=300&zoom=1&docid=hCc95Y8VWHVvoM&hl=en&ei=_fRMUtiHNsfAtAb_gIHQDA&ved=0CAQQsCU

Nike EMEA IT staff innovation space



13

If someone, anyone, anywhere in your company, including your suppliers and customers, has an idea,

what can they do with it?


Uncertainty can be your

enemy or your friend.

It’s your decision.

Observation #3



15

How can an organization balance the need for “good governance” while simultaneously nurturing

purpose-driven teams able to quickly sense and adapt to challenges and opportunities?


The key challenge facing Agile today

is how to SCALE to the enterprise.

Lean thinking is essential.

Observation #4


What is

BIG?

What are

the scaling

factors?

17 Source: Al Goerner



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20 Steve Bell, Lean IT Strategies, Lean4NGO

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=5N6LawotKE5M1M&tbnid=GCDBvanloFjRIM:&ved=0CAUQjRw&url=http%3A%2F%2Fmymomentoftruth.wordpress.com%2F2011%2F07%2F06%2Fbeyond-the-swoosh%2F&ei=EOpMUtKENY3Usgb-sYH4Bg&bvm=bv.53537100,d.ZGU&psig=AFQjCNGqVA63PPnlEGEG9I1WZedLzeMsZQ&ust=1380858744743661

21 Steve Bell, Lean IT Strategies, Lean4NGO

European

Hoshin Kanri

and Obeya

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=IsSskcyvYYkicM&tbnid=qdF3ONzY467gnM:&ved=0CAUQjRw&url=https%3A%2F%2Ftwitter.com%2Ftoyota_europe&ei=autMUsCHEMiGswbe2oG4BQ&bvm=bv.53537100,d.ZGU&psig=AFQjCNE9PkuESsRRyrweMjZXV8kidf-Y2A&ust=1380859091529600

Big Hairy Question # 4

22

What are your constraining scaling factors?

How will a skillfully executed Lean Management System help you overcome them?


ERP is the

elephant in

the room and it’s

not going away

Observation # 5


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=d6xxEh1r2fPDJM&tbnid=oviqaKyDYtnHyM:&ved=0CAUQjRw&url=http%3A%2F%2Finforrm.wordpress.com%2F2013%2F01%2F12%2Fleveson-the-real-elephant-in-the-room-is-concentrated-ownership-des-freedman-and-justin-schlosberg%2F&ei=suxMUpHJGIXMsgabr4GQAw&bvm=bv.53537100,d.ZGU&psig=AFQjCNEDsJA8ZCjls6HaVkD1G_bcdzO9QQ&ust=1380859434652932


24

If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add

value to a Lean enterprise?”


Analytics is a critical skill that must be

developed intentionally

Observation #6


ITSM Analytics

26 Source: anonymous client Steve Bell, Lean IT Strategies


27

How do we find/attract individuals within our organization that are gifted in analytics, help them

develop mastery, and share their talent with others?


You cannot ignore the

2nd principle

Value Stream mindset

is essential

Observation #7


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=TNVCiT0-sRWDdM&tbnid=LGDOv2TXF0OQSM:&ved=0CAUQjRw&url=http%3A%2F%2Fwhitewaterprojects.com%2F2010%2F06%2F11%2Fbook-review-lean-thinking%2F&ei=r_BMUq6-CMbQsgbUlYCoBA&bvm=bv.53537100,d.ZGU&psig=AFQjCNEkOkSUrI61zFqFE-lqf4k-tGB2ug&ust=1380860453510444


29

If you practice the four Lean principles well, but don’t focus on value streams and their owners,

will Lean IT produce sustainable results?”


Prioritize all IT activities and investments

according to your Hoshin Plan

Abolish “dark matter”

Observation #8


Visualize

Demand

Priority

WIP

Problems

Leadership focus on the “vital few”

31

Grameen Foundation CKW Program, Uganda



32

How can you visualize IT demand, priority, load and flow so everyone can clearly align their work

with the vital few priorities?


1. How do we innovate from our

customers’ needs backward?

2. If someone has an idea, what

can they do with it?

3. How to balance governance,

agility and innovation?

4. How can the Lean Management

System help Agile scale to the

enterprise?

Questions to reflect upon


5. Can an agile ERP system add

value to the Lean enterprise?

6. How do we nurture our internal

analytics capabilities?

7. Can Lean IT work without a

Value Stream orientation?

8. How can you visualize IT work to

clearly align with your vital few

priorities?

learning from the fast developing practice of lean it by steve bell

Technology

steve bell

lean enterprise

strategies

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enterprise

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